Next we move on
to a model of emergent change.
the models , in my opinion the Kotters
steps of change emphasises on small changes adding up to a significant change.
This allows more time for adaptation to the change an essential requirement for
a successful workplace.
Kotter 8 step process for leading change is a great
starting point for developing organisational change strategy. The step one
“Creating a sense of urgency” in order for people to have the level of
motivation needed for that change to succeed, they must feel a sense of
urgency. They need to know change is essential. Step two “forming a powerful
guiding coalition” focus targets on creating small group of team leaders that
represent entire organisation and they should have expertise and influence to
bring out the change. Step three “Creating a vision” the vision and strategy of
change should be well focussed, realistic, attainable and easily communicated
to others. The fourth step “Communicate the vision” aims to encourage a
dialogue that is clear and simple to be understood by everyone in the
organisation and it should be clear. Step five “Empowering others to act on the
vision”. This step aims to determine all the hurdles (organisational structure,
skillsets, cultural barrier and individual resistance) and work towards removing
all barriers in advance. “Planning for
and creating short-term wins” is the next step which aims to overcome short
term change on the way to overcome resistance and build momentum for the longer
run. Step seven “Consolidating improvements and producing still more change” is
a step that resists change to re-emerge later in the process. The intention is
to continue to move the change forward by keeping the urgency high This is
achieved by encouraging employee, greater focus on the strategic vision by
leadership. The final step “institutionalising new approaches”. This means make
the changes last and make it as a norm in the organisation. New employees
should see change as part of the culture. Heling, W.J.
(2017,.12) and Selwyn.S.(2011,.13)